MBA Candidate • WashU Olin • Dean's Scholar
Strategy · Finance · Valuation · Operations · AI-enabled Business Analysis
I combine entrepreneurial operating experience, financial analysis, and structured problem-solving to evaluate businesses, identify strategic opportunities, and communicate insights clearly.
By the Numbers
5+
Years Operating
Running a manufacturing business across Ethiopia
24%
Gold YTD Return
Tracked in latest weekly market review
4
Projects Completed
Strategy, finance, valuation, and risk analysis
3x
Lenses on Business
Operating, financial, and strategic perspective
Selected Work
An independent strategic analysis project examining market entry strategy for a B2B technology startup in Sub-Saharan Africa. The project applies market sizing frameworks, competitive analysis, and go-to-market strategy design. Includes a structured recommendation memo following McKinsey-style issue tree logic.
A portfolio of financial modeling work completed through MBA coursework and independent practice. Includes DCF models for companies across consumer goods, technology, and manufacturing sectors. Emphasizes assumption-building from business fundamentals rather than template-filling, with written commentary explaining the business thesis behind each valuation.
Partnered with RGA and Metaculus on a practicum project to develop an AI-enabled monitoring system for emerging business and insurance risks. The project involved identifying risk signals from unstructured data sources, structuring them into actionable intelligence frameworks, and presenting findings to senior stakeholders at a major reinsurance company.
Live Pulse
Key market indicators analysed through a strategy and finance lens
SPX
5,847.2
COMP
19,214.1
DJIA
42,918.5
TNX
4.48
Sector Performance — Week
Business Thinking
A strategy that ignores how the business actually runs is not a strategy — it is a wish. The most effective strategic plans are built from a deep understanding of operating constraints, capabilities, and execution realities.
DCF models, comparable company analysis, and precedent transactions are tools — not answers. The real work in valuation is building a coherent view of the business and translating it into defensible assumptions.
Running a manufacturing operation in an emerging market is an exercise in building resilience under constraint. The lessons translate directly to how I think about operational risk, supply chain strategy, and business durability.
Daily Practice
A DCF without a business thesis is just arithmetic. The assumptions that drive a valuation must be grounded in a coherent view of the company's competitive position, growth trajectory, and risk profile.
Read note →A good strategy without an operating mechanism to execute it is just a plan on paper. The mechanism — the routines, metrics, and accountability structures — is what turns strategy into results.
Read note →Cost reduction can be an operational necessity or a strategic choice, but it is often confused with strategy itself. The distinction matters enormously for how you approach it and what you expect from it.
Read note →Analytical Depth
Focused areas where I develop and share rigorous analytical frameworks.
Whether you are recruiting, exploring collaboration, or want to discuss strategy, finance, or business analysis — I welcome the conversation.
Get in Touch